The modern enterprise depends upon timely and effective flows of knowledge through its organizations for success. But knowledge is not evenly distributed through the enterprise, and a dearth of information systems is available to enable such timely and effective flows. Further, the few theoretical knowledge-flow models available have not yet been developed to a point where they can effectively inform the design of information systems and business processes to support knowledge flow in the enterprise. A survey of current practice shows that such system and process design is accomplished principally by trial and error, one of the least effective approaches known. The research described in this article builds upon and extends current theory about knowledge flow. It focuses in particular on investigating flow dynamics to inform the design of information systems and business processes to enhance the flow of knowledge through the enterprise. Leveraging the good understanding of flows in other domains, we strive to extend theory that can lead to "devices " of considerable utility in the enterprise knowledge domain. The result is a four-dimensional, dynamic model that can be used to classify and visualize a diversity of knowledge-flow patterns through the enterprise. These patterns can, in turn, be analyzed to inform the design of useful information systems and business processes. The implications of this dynamic model are explored and a number of hypotheses are generated to motivate and guide future research into the phenomenology of knowledge flow.

A Dynamic Theory of Organizational Choice A central proposition in organization theory is that discrete organizational forms are matched to environmental conditions, market strategies, or exchange conditions. This paper develops a contrary theoretical proposition. We argue that efficiency may dictate modulating between discrete governance modes (i.e., structural modulation) in response to a stable set of exchange conditions. If governance choices are discrete as much of organization theory argues, then the consequent steady-state functionality delivered by these organizational forms is itself discrete. However, if the desired functionality lies in between the steady-state functionality delivered by two discrete choices, then efficiency gains may be available by modulating between modes. We develop an analytical model of structural modulation and examine factors that influence when modulation is efficiency enhancing as well as the optimal rate of modulation. We conclude that, under certain conditions, structural modulation is efficiency enhancing. Further, contrary to theories that highlight the potentially destructive consequences of inertia on

Performance measurement has been recognised as a crucial element to improve business performance. The aim of this paper is to show that IT is an enabler to create a multidimensional performance measurement system that is based on automated data collection procedures. Several measurement approaches are discussed and evaluated against the needs of SMEs. Keywords: Performance management, measures, data collection, data warehouse, ERP, workflow system Contents 1.

This paper outlines an approach to information systems planning (ISP) that addresses not just the technical problems encountered in ISP but the whole range of problems which derive from social systems, organisational processes, formal organisational arrangements, technology, and the external environment. The approach is designed to improve the effectiveness of the high-level planning processes for information systems (IS). A five-phase framework is proposed. The first phase, the perception phase, aims to provide the managers with an environment that enables them to recognise the strategic value of IS and that activates them to participate in strategy formulation. The second phase, the evaluation phase, involves the evaluation of the organisation's systems. The third phase, the selection phase, is focused on analysing the data collected from previous phases in order to select feasible projects. The fourth phase, the construction phase, is responsible for producing a set of preliminary ...

This paper argues that our approach to managing the implementation of information technologies is often dependent on how we frame the implementation problem. The paper first traces the dominant ways of framing the implementation problem that are evident in the literature, and through this historical analysis, identifies the Leavitt’s diamond for representing organizations as the integrative conceptual model underlying much of the current implementation literature. Next, by drawing on the notions of objective and subjective realities from the arena of sociology of knowledge, the paper further develops the diamond model and uses it as a frame for informing the implementation of code-generators in a hypothetical organization. The richer understanding enabled by the enhanced diamond model proposed in the paper leads to the formulation of some broad guidelines for managing the implementation of “interpretively flexible ” information technologies. These guidelines are summarized in four steps: 1) self-understanding through self-reflection, 2) identification and understanding of all important stakeholder groups, 3) identification of stakeholders who are likely to resist, and 4)modifying the objective or subjective realities as appropriate.

Knowledge is power. As the U.S. Navy is working to revise its strategy and tactics through knowledge-centric warfare, it is apparent that knowledge flow is key. However, our current state of understanding does not address the phenomenology of knowledge flow well, nor do we have the benefit of knowledge-flow theory and its application to very-large enterprises such as the Navy. Without such basic understanding, one cannot expect to design effective systems and processes for network-centric warfare. The basic research program proposed here addresses this deficiency directly through its three-pronged technical approach: 1) develop and refine a model of knowledge-flow theory, emphasizing the very-large enterprise (e.g., Navy, Department of Defense); 2) develop a contingency model for matching the most-appropriate process and system designs to enterprise knowledge-flow patterns; 3) assess the performance effects of alternative knowledge systems and processes through simulation (e.g., of naval warfare, personnel processes). Informed by the basic science of knowledge-flow theory, this work can propel knowledge management toward the methods and tools commonly used for engineering work—a quantum shift from the current state of affairs. This, basic research also directly supports ongoing, priority ONR projects (e.g., Sailor-21, advanced command and control, artificially-intelligent systems and decision aids) and should contribute to development of network-centric warfare concepts, systems and operations. i

Companies often find the rigidity of information technology infrastructures a barrier to change. This is increasingly problematic as, faced with high competitive intensity and environmental turbulence, boards and executive teams seek to formulate and execute dynamic strategy. In the absence of a clearly defined, long-term strategic plan, the IT infrastructure platform needs to be designed and managed in concert with organisational design to achieve the degrees of flexibility the executive team most expects to need. The paper combines IT architecture with multivariate theories of organisational fit into an activity that creates a joint architecture of IT and organisation. The distinctive advantage of the approach is that the architecture is harmonised to the increasingly widespread desire to make strategy on the run. Based on a 98 organization study, we describe relevant concepts, roles and practice for achieving an Organisational Architecture.

Knowledge is power. As the U.S. Navy is working to revise its strategy and tactics through network-centric warfare, it is apparent that knowledge flow is key. However, our current state of understanding does not address the phenomenology of knowledge flow well, nor do we have the benefit of knowledge-flow theory and its application to very-large enterprises such as the Navy. Without such basic understanding, one cannot expect to design effective systems and processes for network-centric warfare. Imagine trying to develop useful electronic devices such as amplifiers or integrated circuits without a good understanding of electrical flow. Or imagine the difficulty of developing useful aircraft devices such as engines or wings without thoroughly understanding air flow. Likewise, how can one expect to develop useful enterprise devices such as knowledge amplifiers or knowledge engines without understanding knowledge flow? Informed by advances in knowledge-flow theory, this work can propel knowledge management toward the methods and tools commonly used for engineering work—a quantum shift from the current state of affairs. The present article takes a step in this direction. It is intended to serve a something of a navigational chart, to help guide communities of practice as they seek out new knowledge to facilitate naval knowledge flow. i

SOM theme A: Intra-firm coordination and change

Structured learning exercises nay be defined as simulations designed to serve as a basis for learning how people behave in organizations. Behavioral implications of the actions of group members are reflected upon either as a point of entry into the study of theory or as an opportunity to apply theory already learned. The instructional emphasis is on acquiring behavioral rather than technical or purely conceptual skills. Structured learning exercises in this context are not computer based or machine dependent. This paper focuses on the future of structured learning exercises on three levels: 1) the roots, strengths and possible weaknesses that are inherent in structured learning exercises because of its derivative association with the training laboratory; 2) the kinds of change that educational institutions may experience because of the impact of structured learning exercises on teaching methodologies; 3) specific areas in which structured learning exercises need to be developed. ROOTS AND FUTURE Before considering the potential of structured learning exercises, a look backwards toward their roots in the Training Laboratory is illuminating. Bradford, Gibb and Benne define